The Leadership Pipeline: How to Build the Leadership-Powered Company

Together, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaTogether, these authors have more first-hand experience in leadership development and succession planning than you're likely to find anywhere else. And here, they show companies how to create a pipeline of talent that will continuously fill their leadership needs-needs they may not even yet realize. The Leadership Pipeline delivers a proven framework for priming future leaders by planning for their development, coaching them, and measuring the results of those efforts. Moreover, the book presents a combination leadership-development/succession-planning program that ensures a steady line-up of leaders for every critical position within the company. It's an approach that bolsters the retention of intellectual capital as it eliminates the need to go outside for expensive "stars," who will probably jump ship before they reach their full potential anyway....more

Hardcover, 248 pages

Published
December 20th 2000
by Jossey-Bass
(first published November 1st 2000)

Community Reviews

While somewhat dry, this book provides a useful explanation of how companies can cultivate and support leadership at all levels. While I'm not at the level where I would be designing such systems, it provided me with a solid understanding of what it takes to be a manager at different levels and what I should look out for in terms of leadership training in organizations I am thinking of joining.

I have mixed feelings about "The Leadership Pipeline." On one side, I think this is a brilliant take on the different stages that leaders of all levels should step through in order to be their most effective. It also makes a compelling argument about what happens to companies that don't make sure their leaders are ready before they advance to the next level. The chapter on succession planning is highly valuable. On the other hand though...the ideas presented are too mechanical in nature. The temI have mixed feelings about "The Leadership Pipeline." On one side, I think this is a brilliant take on the different stages that leaders of all levels should step through in order to be their most effective. It also makes a compelling argument about what happens to companies that don't make sure their leaders are ready before they advance to the next level. The chapter on succession planning is highly valuable. On the other hand though...the ideas presented are too mechanical in nature. The temptation for a lazy organization would be to degenerate the framework presented here into an absurd checklist used to evaluate past achievements...but without evaluating skills. I worked in a company (Newmont Mining) that took this route...and frankly the results were poor. Great leaders weren't promoted because they didn't meet the "checklist" and incompetent leaders were moved up because they had something in their past that met the checklist. A fascinating and ground-breaking concept...but be very careful that you implement it correctly....more

The base idea of this book has merit - specify a framework for management careers in more specific terms around levels, expectations, and a path of progression from small team lead to CEO. Unfortunately it's written in the most boring way possible, paired with sweeping generalizations, a lack of specific examples, vague terminology, little or no reference to actual study data/evidence, shameless references to one of the authors consulting company materials, and a puzzling fascination with ecommeThe base idea of this book has merit - specify a framework for management careers in more specific terms around levels, expectations, and a path of progression from small team lead to CEO. Unfortunately it's written in the most boring way possible, paired with sweeping generalizations, a lack of specific examples, vague terminology, little or no reference to actual study data/evidence, shameless references to one of the authors consulting company materials, and a puzzling fascination with ecommerce (which feels completely out of place). It was a horrible slog to get through and I ended up skimming many of the chapters through the back half of the book.

I also couldn't disagree more with the assertion that performance standards can be cleared spelled out and measured against. There's plenty of work out there to demonstrate the fallacy in that idea....more

The idea of a pipeline could be most helpful to corporate boards grappling with CEO succession. Applied properly the right people will ask the right questions at the right decision making levels.

Nothing is more disabling to a corporation than a CEO who can't parse time and concept appropriately. Met one who was so ill-placed that his weekly top team meetings lasted days simply because he hadn't evolved beyond the operational logic of the technician he was when he first joined the company. He'dThe idea of a pipeline could be most helpful to corporate boards grappling with CEO succession. Applied properly the right people will ask the right questions at the right decision making levels.

Nothing is more disabling to a corporation than a CEO who can't parse time and concept appropriately. Met one who was so ill-placed that his weekly top team meetings lasted days simply because he hadn't evolved beyond the operational logic of the technician he was when he first joined the company. He'd been vaulted, in three moves, from bottom to top over scarcely a decade.

He exited a few years later. Strapped into a golden parachute he glided safely down to early retirement while the corporation posted record losses. Expensive and angry-making.

One gripe: Pity the authors didn't credit the late Dr. Elliot Jaques, the brilliant, under-celebrated Anglo-Canadian physician and psychologist whose General Theory of Bureaucracy (1976) is the original source of their ideas. All they've done is shift the emphasis from work levels to the passages between them.

In their defence: they've hatched a lovely turn of phrase, simplified executive succession and possibly resurrected the in-house management development programme. Not bad for one book.

If the rich conceptual detail behind the idea of the pipeline appeals, consider exploring Jaques on 'requisite organisation' and stratified systems theory....more

I don't usually read books on management. If I do, I don't easily get swayed by them, and treat them with skepticism unless they make good horse sense. This one did. I first heard about it in a training course I was on, and then picked it up in audio book form.

The central thesis of this book is that there are a number of key role transitions managers must deal with over their career - from managing self to managing others, then to managing first line managers, to leading functions, groups, and eI don't usually read books on management. If I do, I don't easily get swayed by them, and treat them with skepticism unless they make good horse sense. This one did. I first heard about it in a training course I was on, and then picked it up in audio book form.

The central thesis of this book is that there are a number of key role transitions managers must deal with over their career - from managing self to managing others, then to managing first line managers, to leading functions, groups, and eventually businesses. Organizations that recognize these transitions can put in place a "leadership pipeline"; this being a set of training courses, assignments, and preparatory tasks to equip their managers to handle these phase changes smoothly and learn to be leaders, not just managers.

While the book is written as advice for organizations, I obviously read it to learn what I could as an individual. The authors point out that at each stage a manager needs to learn/ unlearn specific skills of they are to thrive. Having made the first transition myself in my career this far, I can vouch that the challenges and the joys they tell the reader to expect from it are indeed real.

The book is structured like a text book; each early chapter is a lesson that describes a transition, the skills needed, potential pitfalls, some anecdotal stories, and an FAQ. Later chapters go into things like succession planning etc. There's some irritating jargon here and there, but the writing's mostly easily accessible if a bit dry.

I found the book dragged a bit in the second half, but did keep me interested enough to finish. I'd not class it as a must read, but to a thinking professional, someone who looks at work, play, and learning as being facets of the same personal journey (as I do) it certainly provides enough food for thought!...more

This book is a text for business management theory. It describes the various stages of one’s career moving up the management chain. Discipline is required by the company and the manager to develop specific leadership skills and perform specific duties in each of six levels of management. Top management is most responsible for developing long-term strategy. Coaching future leaders from inside the organization is also a major responsibility. Superstars shouldn’t be promoted too fast, not until theThis book is a text for business management theory. It describes the various stages of one’s career moving up the management chain. Discipline is required by the company and the manager to develop specific leadership skills and perform specific duties in each of six levels of management. Top management is most responsible for developing long-term strategy. Coaching future leaders from inside the organization is also a major responsibility. Superstars shouldn’t be promoted too fast, not until they learn certain fundamental skills. Business functioning breaks down when managers work below their skill levels, typically on technical work (instead of delegating) or by repeatedly pursuing a narrow and familiar business tactic without first considering whether this tactic ultimately benefits the company at large. This book is insightful to anyone in management. The book is designed for companies who make widgets, and it doesn’t translate completely for consulting firms. Managers know all too well that shareholders hold the power. When a bad month or quarter is reported, long-term strategy is out the window. The bad quarter sends shockwaves through the company, and typically middle managers are jerked in every direction, frantically multi-tasking and pursuing short-term tactics. Oh well....more

Valuable information for the most part. Kind of dry. Common sense written down. Was re-reading the section on succession planning, not so valuable for public sector and dealing with the "gray tsunami" of retirees. Ex: high potential does not equal high performance...wow, welcome to the real world.

As a pastor who invests into people in the nonprofit sector, I found this to be a valuable resource. They were large sections that I found nontransferable as it spoke to business management positions in very large and complex organizations that often don't translate to a smaller organization. Some concepts were very focused on the organizational structures of a production focused company rather than a service organization. However there are some gold nuggets in it.

There are some great lessons lAs a pastor who invests into people in the nonprofit sector, I found this to be a valuable resource. They were large sections that I found nontransferable as it spoke to business management positions in very large and complex organizations that often don't translate to a smaller organization. Some concepts were very focused on the organizational structures of a production focused company rather than a service organization. However there are some gold nuggets in it.

There are some great lessons learned about helping people identify values that cause them to resist the pipeline (that is, investing in people and not just programs). They also do a great job of identifying important competency transitions (and how important transitions are) when moving from one level on the pipeline to the next....more

Interesting exploration of the change in responsibilities/expectations at different levels of a management hierarchy. The hierarchy and roles assumed are a bit different from the typical software engineering management chain, but it's still instructive.

This is a great book for conveying the idea of different skills being required for success at the various levels of leadership within an organization. It is not enough to simply do more of what you did in the past to ensure continued success in the future. You often need to alter what you value as important - and therefore what you spend your time on - as you move upward through the corporate ladder. Much of the content of the book can be gleaned from the introduction and first chapter but the bThis is a great book for conveying the idea of different skills being required for success at the various levels of leadership within an organization. It is not enough to simply do more of what you did in the past to ensure continued success in the future. You often need to alter what you value as important - and therefore what you spend your time on - as you move upward through the corporate ladder. Much of the content of the book can be gleaned from the introduction and first chapter but the book as a whole goes on to detail much of the finer elements of good leadership at each "leadership passage" as they are referred to. I could easily see myself referring to this resource in the years to come....more

WOW! What more can I say. A great book that provides a path for any and all leaders and those that would like to become a leader. I will admit that at times I really struggled because it could be an indictment for many of the managers I work for and have worked with in the past. Oh how I wish that every leader/manager would read this book and find out their place on the leadership pipeline. Make the corrections if necessary and move forward. Then, let's start grooming those within the company. WWOW! What more can I say. A great book that provides a path for any and all leaders and those that would like to become a leader. I will admit that at times I really struggled because it could be an indictment for many of the managers I work for and have worked with in the past. Oh how I wish that every leader/manager would read this book and find out their place on the leadership pipeline. Make the corrections if necessary and move forward. Then, let's start grooming those within the company. We have the talent here, we just need to help expose it!

Borrowed the book from work and now I will be going out and buying it for myself. Can't wait to read it again and mark it up like no other....more

This is really a book with a lot of common sense that I feel would be quite eye-opening for those starting careers in the business world as well as those in more strategic positions. For the vast majority of corporate cogs, it is merely acceptable. The authors certainly have it painted correctly. The problem for me is that my aspirations for 'climb & conquer' have been replaced with 'retirement needs'.For the young, it is beneficial in explaining why they should not expect the promotion 'tomThis is really a book with a lot of common sense that I feel would be quite eye-opening for those starting careers in the business world as well as those in more strategic positions. For the vast majority of corporate cogs, it is merely acceptable. The authors certainly have it painted correctly. The problem for me is that my aspirations for 'climb & conquer' have been replaced with 'retirement needs'.For the young, it is beneficial in explaining why they should not expect the promotion 'tomorrow'. For the strategists, it is crucial to understand the dangers in just 'filling gaps'....more

I read this, at the recommendation of a colleague, along with Grote's "Ultimate Guide to Performance Appraisal." This book was useful to my work as we thought about the particular management skills and time values we want to assess in different job functions. It's also pushing my thinking on what is possible to attain with a well developed internal pipeline. One minor limitation is that, while they give a bit of attention to nonprofit or small business settings, this book is more directed towardI read this, at the recommendation of a colleague, along with Grote's "Ultimate Guide to Performance Appraisal." This book was useful to my work as we thought about the particular management skills and time values we want to assess in different job functions. It's also pushing my thinking on what is possible to attain with a well developed internal pipeline. One minor limitation is that, while they give a bit of attention to nonprofit or small business settings, this book is more directed toward the corporate environment....more

definitely alot of GE methodology (and matrices) built in here, but great insights in to the pitfalls that leaders at each level fall in to. they highlight the fact that just because someone is great in one function doesn't mean they'll be great at the next. i love the emphasis on leadership development and coaching. it's amazing how many companies expect people to sink or swim without giving them any resources to succeed. and think of all that potential talent that could be realized with some gdefinitely alot of GE methodology (and matrices) built in here, but great insights in to the pitfalls that leaders at each level fall in to. they highlight the fact that just because someone is great in one function doesn't mean they'll be great at the next. i love the emphasis on leadership development and coaching. it's amazing how many companies expect people to sink or swim without giving them any resources to succeed. and think of all that potential talent that could be realized with some guidance and oversight. ...more

Overall, the book does provide some insight into the leadership succession pipeline, differentiating among the tasks at various levels of positions within an organization. However, once you've graduated past the individual contributor/manager step the responsibilities become very convoluted and poorly described.

I don't believe we do a good enough job understanding what it takes to recognize strong talent and appropriately moving people up the chain of command. This offers a sound approach and served as a helpful reminder of what needs to happen at each step in order to truly be successful.

Great read for anyone working towards managerial promotions and/or developing their own employees. Applicable to different business models and sizes. Not necessarily a breakthrough model for leadership development, but a clear design to implement successful systems.

At times I found relating certain leadership levels to the business challenging; however my greatest learnings came from the chapters towards the end. Especailly Succession Planning (The Matrix is a great tool), Potential Pipleline Failures and Coaching.

Another interesting article that undortunately was unnecessarily stretched into a book. Very relevant if you work in GE, occasionally relevant for piccking up an idea or two if you happen to work in a less staid 20th century entity

I read this long before starting businesses and I read it to find out how to work my way up the corp ladder. It shows the steps and techniques to bring the leaders out and help them rise in your company.

“In fact, to be successful as a first-time manager requires a major transition for which many people are not adequately prepared. Perhaps the most difficult aspect of this transition is that first-time managers are responsible for getting work done through others rather than on their own.”
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“A Role Model for Managers of Managers Gordon runs a technical group with seven managers reporting to him at a major telecommunications company. Now in his late thirties, Gordon was intensely interested in “getting ahead” early in his career but now is more interested in stability and doing meaningful work. It’s worth noting that Gordon has received some of the most positive 360 degree feedback reports from supervisors, direct reports, and peers that we’ve ever seen. This is not because Gordon is a “soft touch” or because he’s easy to work for. In fact, Gordon is extraordinarily demanding and sets high standards both for his team and for individual performance. His people, however, believe Gordon’s demands are fair and that he communicates what he wants clearly and quickly. Gordon is also very clear about the major responsibility of his job: to grow and develop managers. To do so, he provides honest feedback when people do well or poorly. In the latter instance, however, he provides feedback that is specific and constructive. Though his comments may sting at first, he doesn’t turn negative feedback into a personal attack. Gordon knows his people well and tailors his interactions with them to their particular needs and sensitivities. When Gordon talks about his people, you hear the pride in his words and tone of voice. He believes that one of his most significant accomplishments is that a number of his direct reports have been promoted and done well in their new jobs. In fact, people in other parts of the organization want to work for Gordon because he excels in producing future high-level managers and leaders. Gordon also delegates well, providing people with objectives and allowing them the freedom to achieve the objectives in their own ways. He’s also skilled at selection and spends a great deal of time on this issue. For personal reasons (he doesn’t want to relocate his family), Gordon may not advance much further in the organization. At the same time, he’s fulfilling his manager-of-managers role to the hilt, serving as a launching pad for the careers of first-time managers.”
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